Understanding the Leader-Strategy Interface: Application of the Strategic Relationship Interview Method

Abstract

The argument that leaders substantially affect organizational outcome is presented. In order to better understand the leader/strategy/environment interface, however, the question of what leaders do has to be supplemented with why they are doing it. It is argued that the assessment of a leader's preoccupations will make for more effective human resource planning by facilitating the match between leader and organization. Unfortunately, the accurate assessment of a leader's preoccupations is still in its infancy. To fill the gap, this paper proposes a research methodology based on the clinical concept of transference, i.e., repetitive, consistent patterns of interaction which are unique to each individual. The applicability of the Strategic Relationship Interview Method (a derivative of the Core Conflictual Relationship Theme Method as developed by Luborsky and his collaborators) is explored as potentially a relatively simple way to capture the essence of leadership. Using the Strategic Relationship Interview Method (SRIM), one systematically identifies the central relationship patterns of key executives by analyzing and scoring specific narratives. In order to illustrate its application, an example is given of the SRIM using as "text" the statements made by an entrepreneur.